Thought Leadership

This report explores the crucial role of leadership communication in the pandemic age. It presents the opportunity for internal communication professionals to educate and support their organisational leaders in building the skills required in (and demanded by) resilient organisations.

The shape and nature of how we work will look very different by the end of the 2020s. One thing we know for sure however is that world-class communication, delivered with clarity, is crucial in times of both crisis and transformative change.

In today’s fast-paced and often ambiguous markets, the ability to work quickly and flexibly is key. Modern organisations need to respond quickly to rapidly changing market forces. Organisational agility is contingent on world-class internal communication.

The smooth, multi-directional flow of intelligence within an organisation is the antidote to siloed thinking and decision-making, arguably underpinning long-term survival. World-class internal communication is the primary sense-making mechanism that will determine the difference between failure and success in the future of work.

As manufacturing in the UK has declined, office work and the knowledge economy have grown exponentially since the 1980s. However, it’s only in the last 15 years that the scope of occupational health has expanded to include mental health.

As we recalibrate towards very different work futures, the relationships we have with work colleagues have never been more important. We need to be able to trust those around us.

As the Great Resignation adds further pressure to an already squeezed labour market, recruiting and retaining the right people for your organisation has never been more important.

This report explores the opportunity for internal communicators to facilitate the building of trusted connections to enhance the smooth flow of knowledge at work.

As we move to the next phase of the Covid-19 crisis, listening has never been more important.

In the next phase of Covid-19, how does internal comms build on the trust it has gained with leaders and employees?